scholarly journals Retention Management Of Critical (Core) Employees A Challenging Issue Confronting Organisations In The 21st Century

2011 ◽  
Vol 3 (2) ◽  
Author(s):  
Janet Chew ◽  
Lanny Entrekin
Keyword(s):  
Human Capital ◽  
Human Resource ◽  
Management Practices ◽  
Attrition Rate ◽  
New Paradigm ◽  
High Performing ◽  
Hr Practices ◽  
Expert Opinions ◽  
Critical Skills ◽  
Hr Managers

Employee retention is one of the challenges facing many business organisations today. Many industries are afflicted with high demand for specialised employees and are also suffering high levels of turnover. We have moved into a knowledge-based society where human capital is considered a key resource and a competitive business advantage. The high attrition rate of critical (core) employees is costly to corporations. Loss of these high talent employees results in the stripping of valuable human capital, critical skills and institutional memory. Consequently, companies are giving increased attention to ways of retaining their high performing employees rather than relying on costly replacement and retraining. New paradigm companies recognise that an important element in business management practices is the need to successfully motivate and retain employees who survive organisational restructuring, downsizing, consolidation, reorganising or re-engineering initiatives. This paper examines the current human resource practices on the retention of core employees in twelve Australian organisations. It explores the relationship between human resource (HR) practices and retention and further identifies the elements of HR practices, which strongly influence the decision for core employees to stay. It is part of a three phased study and the methodologies discussed in this paper consist of a) a Delphi survey of expert opinions and b) an in-depth interview of HR Managers of organisations. Results from this study will assist in the development of an effective HRM retention program for organisations. Businesses can successfully keep critical employees with a total retention strategy and HR programs to support it.

scholarly journals Striving to Implement Green Human Resource Management (GHRM) Policies and Practices: A Study from HR Managers Perspective (FMCG Sector)

2020 ◽  
Vol 14 (2) ◽  
pp. 2037-2051
Author(s):  
Faizan Hussain ◽  
Qusai Saifuddin ◽  
Iqbal Uddin Khan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Manufacturing Companies ◽  
Awareness Campaigns ◽  
Hr Practices ◽  
Green Human Resource Management ◽  
Hr Managers

The purpose of this research is to explore the implementation of Green Human Resource Management practices and policies by the FMCG manufacturing companies of Pakistan. The researchers have enlightened various Green HRM strategies, initiatives, and practices that HR managers have undertaken in their respective organizations. Also, this research highlights the significance of Green HR practices and policies in employee retention, organizational citizenship behavior, and overall organizational image. This research is exploring the perception of Green HR from the HR professionals associated with FMCG companies of Karachi. For this purpose, in-depth interviews were taken by the HR managers of targeted companies to explore the implementation of HR practices and policies in Pakistan. The interview was conducted with the help of an interview protocol, consisting of various open-ended questions based on research objectives and research questions. The findings of this research suggest that the concept of Green HR practices and its benefits that an organization can gain by implementing such practices is vague among the HR professionals of Pakistan. The research has identified the need to train the managers regarding the Green HR initiatives and develop awareness campaigns which guide the managers about the significance that green practices have on the overall organizational performance and its image in the industry.

Employee Experience Design

2020 ◽  
pp. 110-127
Author(s):  
Nitu Ghosh ◽  
Urmila Itam
Keyword(s):  
Human Capital ◽  
Employee Engagement ◽  
Management Practices ◽  
Business Environment ◽  
Experience Design ◽  
Qualitative Survey ◽  
The Individual ◽  
Hr Managers ◽  
Employee Experience ◽  
The Relationship

The philosophy of employee experience has been advocated as an effective tool to achieve the highest level of employee engagement in a business environment characterized by increased dynamism in workforce demography, psychography, competencies, and expectations. Employee experience encapsulates the overall journey of an employee in an organization from hire to exit, encompassing their experiences, what they feel, do, and achieve from the company. It is a comprehensive view of the relationship shared and experienced between the individual and the organization right from the application stage to stage they join the alumni group after their exit. The chapter explores this new philosophy in current human capital management practices that aims at revamping the HR practices and policies so as to create an experience that provides the highest level of engagement. Based on content analysis qualitative survey of various HR managers, opinions and new age thoughts in HRM practices has been highlighted in this chapter, giving an innovative dimension to HRM.

Human resource managers as liaisons between firms and labour

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Michael O’Donnell ◽  
Sue Williamson ◽  
Arosha Adikaram ◽  
Meraiah Foley
Keyword(s):  
Human Resource ◽  
Regulatory Compliance ◽  
Negative Consequences ◽  
Incentive Payment ◽  
Data Set ◽  
Content Type ◽  
Hr Practices ◽  
Garment Factories ◽  
Hr Managers

Purpose The purpose of this paper is to explore how human resource (HR) managers in garment factories in a Sri Lankan export processing zone (EPZ) navigated the tension between their role as stewards of employee welfare and their role to maximise firm productivity in response to time and production pressures imposed by international buyers. Relatively little attention has been paid to the role of HR managers as liaisons between firms and labour. This omission is significant, given the importance of human resource management in the recruitment and retention of labour and the role of HR managers in organisational performance and regulatory compliance. Design/methodology/approach A qualitative approach was used based on interviews with 18 HR managers, factory managers and other key informants, and 63 factory workers from 12 firms in the Katunayake EPZ. The interviews and focus groups in English were transcribed and coded into themes arising from the literature and further developed from the transcripts. Initial codes were analysed to identify common themes across the data set. Findings HR managers were acutely aware of the competitive pressures facing the EPZ garment factories. While examples of company welfarism were evident, HR practices such as incentive payment systems and the management of employee absences reinforced a workplace environment of long hours, work intensification and occupational injury. Originality/value This paper goes some way towards filling the gap in our understanding of the roles played by HR managers in garment factories in the Global South, raising theoretical debates regarding the potential for HR managers in developing countries to distance themselves from the negative consequences of HR practices such as individual and team reward systems.

Sustainable HRM: toward addressing diverse employee roles

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nataliya Podgorodnichenko ◽  
Adeel Akmal ◽  
Fiona Edgar ◽  
Andrè M. Everett
Keyword(s):  
Human Resource ◽  
Holistic Approach ◽  
Study Data ◽  
Structured Interviews ◽  
Policy And Practice ◽  
Content Type ◽  
Hr Practices ◽  
Using Data ◽  
Hr Managers ◽  
Levels Of Integration

PurposeThe purpose of this empirical study is to develop an understanding of how human resource (HR) managers employed by organizations with an explicit sustainability agenda view employees as stakeholders, and to explore how such views are operationalized in HR policies and practices.Design/methodology/approachAn interpretive approach using data from 35 semi-structured interviews was adopted for this study. Data were transcribed and analyzed using the Gioia methodology.FindingsComparison of approaches to sustainable human resource management (HRM) revealed three distinctive conceptualizations of employees with respect to the sustainability agenda – employees as a driving force for sustainability, employees as consumers of HR practices and employees as members of a community. Strong levels of integration between the HRM and sustainability agendas were only evidenced in those organizations where an attempt had been made to address all three roles simultaneously. Findings suggest that engagement with a sustainability agenda widens the remit of the HRM function, underscoring the importance of employees' roles as consumers of HR practices and as members of wider communities.Practical implicationsBy addressing the integration of HRM with a sustainability agenda, this article helps practitioners recognize diversity among employees' roles and the varying associated needs. Examples of policy and practice initiatives that effectively address these needs are provided.Originality/valueHRM has been widely criticized for overemphasizing shareholder value, thereby lacking in attention to the needs of other stakeholders, including employees. Findings from this study suggest the holistic approach advocated by a sustainability agenda can effectively quell these concerns.

Human Capital Creation: Innovative Practices by an Indian Bank

2014 ◽  
Vol 3 (2) ◽  
pp. 195-205
Author(s):  
Alok Kumar Goel ◽  
Geeta Rana
Keyword(s):  
Human Capital ◽  
Human Resource ◽  
Employee Retention ◽  
Industrial Relations ◽  
Working Environment ◽  
Organizational Behaviour ◽  
Hr Practices ◽  
Hr Management ◽  
Management Students ◽  
Conducive Environment

Employee retention was a big challenge at YES Bank, an emerging Indian bank. The main objective of the study is to identify innovative steps taken by the management in their human resource (HR) practices to enhance employee retention and to create a conducive environment for human capital creation in the YES Bank. The case explores and provides useful insights as to how YES Bank has successfully transformed its working environment for human capital creation through innovative HR practices. The case concludes with questions to provoke discussion to understand the importance of various HR management initiatives. This case is recommended for study and analytical discussion for practicing managers, researchers and management students in HR management, organizational behaviour and industrial relations.

Human Resource Practices and Firm Performance in China: The Moderating Roles of Regional Human Capital Quality and Firm Innovation Strategy

2015 ◽  
Vol 11 (2) ◽  
pp. 237-261 ◽  
Author(s):  
Xiaobei Li ◽  
Xin Qin ◽  
Kaifeng Jiang ◽  
Sanbao Zhang ◽  
Fei-Yi Gao
Keyword(s):  
Human Capital ◽  
Firm Performance ◽  
Human Resource ◽  
Business Strategy ◽  
Innovation Strategy ◽  
Performance Study ◽  
Firm Level ◽  
Capital Theory ◽  
Hr Practices ◽  
Capital Development

ABSTRACTWe conducted two studies to investigate the contingent role of regional human capital quality (i.e., the knowledge, skills, and abilities of the collective workforce in a region) in the relationship between firm-level human resource (HR) practices (i.e., practices focusing on employees’ human capital development) and firm performance in China. Drawing upon human capital theory, we hypothesized that the human capital–enhancing HR practices and regional human capital quality have a substitutive effect on firm performance. Study 1 uses a World Bank survey of 9,125 firms in 30 provinces. We found that the human capital–enhancing HR practices relate more strongly to firm performance when regional human capital quality was lower than when it was higher. Study 2 used a sample of 203 firms across seven provinces. We found similar results. We further hypothesized and found that the substitutive effect of regional human capital quality was stronger when a firm adopted an innovation strategy. Our findings provide new evidence for the contingency perspective of strategic HR management and highlight the importance of matching HR practices with local labor quality conditions and the business strategy of the firm.

Between local and global approach: need for diffused model of HRM – case of Shifa International Hospital

2013 ◽  
Vol 3 (5) ◽  
pp. 1-5
Author(s):  
Noreen Saher ◽  
Arshia Mukhtar
Keyword(s):  
Developing Countries ◽  
Organizational Behavior ◽  
Management Practices ◽  
International Standards ◽  
Content Type ◽  
Hrm Practices ◽  
Hr Practices ◽  
Strategic Hrm ◽  
Indigenous Wisdom ◽  
Hr Managers

Subject area HRM, training, strategic HRM. Study level/applicability The case is designed for undergraduate and graduate level business students (BBA and MBA) in human resource management, organizational behavior, strategic HRM, corporate leadership and general management. The case provides an overview of the importance of diffused HRM practices in developing countries on the basis of standardized rules and cultural values defining these rules. The case presents the situation of HR management practices in SIH, Islamabad on the basis of different styles followed by HR managers to develop an egalitarian model aspired on the basis of local values but at the same time is on the line of international standards. Case overview In Shifa, It was observed that locally trained HR managers could better synchronize employees' aspirations with standards of diffused model as compared to foreign trained managers. It was found that the former group of professionals appreciated local values; therefore they considered these values while following standardized rules and regulation; whereas the latter group took it as a bunch of obsolete concepts which had nothing to do with employee management practices in urban/modern organization. Therefore, positive perception of locally trained managers' about the indigenous' wisdom and its consideration in employee management decisions enabled them to play a proactive role in developing cultural fit HR practices, besides winning the support of both, management and the workers. This also allowed them to “maintain balance” between local aspiration and international standards of operations. Although SIH is unique in terms of its mission, services, organization, and its use of technology, it is believed that this unique case may provide useful insights for organizations in similar situations. Many of the difficulties faced by SIH either support or help to understand situations prevailing of other organizations working in the context of Pakistan. For instance, any public or private organization or multi-national corporation following Western (diffused) HR model to regulate workforce in the local setting can get benefit from this research. Expected learning outcomes The teaching objectives of the cases are apprehend the importance of diffused HRM practices in developing countries context. importance of indigenous wisdom of flexibility and culturally fit HR practices as a proactive approach towards HR issues handling the case of Mr Shahbaz and Ms Aysha Ahmad. Importance of social networking and controlled personalized models for employee regulation, e.g. case of Mr Abid Elahi. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

scholarly journals HR orientations and HR department effectiveness in Vietnam

2018 ◽  
Vol 47 (5) ◽  
pp. 1043-1061 ◽  
Author(s):  
Diep T.N. Nguyen ◽  
Stephen T.T. Teo
Keyword(s):  
Empirical Evidence ◽  
Human Resource ◽  
Common Method ◽  
Line Managers ◽  
Content Type ◽  
Common Method Bias ◽  
Hr Practices ◽  
Model Study ◽  
On Line ◽  
Hr Managers

Purpose Human resource (HR) philosophy and an organization’s commitment to employees (OCE) are important components of a human resource management (HRM) system, yet the influences of these variables on the effectiveness of HRM implementation has been less evident. Similarly, few studies have examined the effect of intended and implemented HR practices on line managers’ perceptions of HR department effectiveness. The purpose of this paper is to examine how these factors could result in a positive evaluation of HR department effectiveness in Vietnam. Design/methodology/approach Study 1 consisted of 405 line managers and the authors used this sample to test the proposed research model. Study 2, comprising 192 line managers, was used to validate the findings from Study 1. Findings The authors found empirical evidence of how HR managers should leverage their relationships with line managers to enhance HR department effectiveness in a developing economy such as Vietnam. Research limitations/implications As data were from line managers in one point in time, this study could be affected by common method bias. However, the authors conducted three common method variance checks and the analyses showed that this issue was not a major concern. Future studies could extend the sample of respondents by collecting information from CEOs, employees, and HR managers. Originality/value This study contributes to the extant literature empirical evidence of determinants of HR department effectiveness. First, the study shows the simultaneous impacts of HR philosophy and OCE on the actual implementation of HR practices. Second, the authors provide an understanding of line managers’ evaluation of HR department effectiveness through their experience with implemented HR practices.

HUMAN RESOURCE PRACTİCES AND HUMAN CAPİTAL: EVİDENCE FROM INDİAN MANUFACTURİNG SECTOR

2021 ◽  
Vol 6 (11) ◽  
pp. 385-392
Author(s):  
Ajay Solkhe ◽  
Devender Singh Muchhal ◽  
Vikram Singh
Keyword(s):  
Human Capital ◽  
Performance Evaluation ◽  
Human Resource ◽  
Crucial Role ◽  
Manufacturing Sector ◽  
Evaluation Process ◽  
Vital Role ◽  
Hr Practices ◽  
Business Goals ◽  
Indian Manufacturing Sector

Human Capital plays the most vital role to any organization for achieving diversified business goals in today’s scenario. Also, the HR practices followed in Indian organization plays a very crucial role for the organizational success. The present study was designed to study the nature and pattern of relationship between Human Capital and HR practices (Compensation, Performance Evaluation process & promotion) of the employees working in manufacturing sector. Questionnaires consisting of 19 items (Human Capital) and 15 items (HR Practices) were used. The findings of the present study reveals that Human Capital followed in Indian Industry are correlated positively with the HR Practices.

scholarly journals Exploring Human Resource Management System of Saudi Electricity Company: A Review of Policies for Effective Workforce Management

2015 ◽  
Vol 1 (4) ◽  
pp. 25-40
Author(s):  
Alshahrani Ahmed Saeed A ◽  
Alqahtani Abdulaziz Mubark ◽  
Alshahrani Bander Sayaf Z
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Management System ◽  
Management Practices ◽  
Saudi Arabian ◽  
Well Being ◽  
Hr Managers

In this paper, we investigate the current state of human resource management development by conducting a case study of Saudi Electricity Company. Through interviews with HR managers, documentation and archival records examination, we were able to describe and systemize HR policies designed to ensure the well-being of Saudi Electricity Company employees. The findings suggest that Saudi Electricity Company’s level of HRM practice is of appropriate level, with comprehensive medical and social care being provided. Furthermore, the company recognizes good work performed by the employees and rewards them for their loyalty. Through the implementation of the performance management system, the company is able to evaluate the performance of the employees, monitor their progress and offer training and development programs. The value of the conducted case study is that other Saudi Arabian companies can learn and implement similar policies from a successful Saudi Arabian case, instead of blindly copying western management practices.

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